国外著名HR咨询公司HRM培训课件

1、国外著名HR咨询公司HRM培训课件Human Resource ManagementPART1国外著名HR咨询公司HRM培训课件Personnel Management to Human Resource ManagementnRecognition of the need to take a more strategic approach to the management of peoplenBegan in the 1980s in the USAnUK followed quicklynConcept is a strategic approach to acquiring, deve

2、loping, managing and gaining the commitment of the organisations key resource the people who work for it Armstrong 1991国外著名HR咨询公司HRM培训课件Features of HRMn Management focussed and top management drivennLine management role keynEmphasises strategic fit integration with business strategynCommitment orien

3、tednTwo perspectives hard and softnInvolves strong cultures and values国外著名HR咨询公司HRM培训课件nPerformance orientednRequires adoption of a coherent approach to mutually supporting employment policies and practicesnEmployee relations organic rather than pluralisticnOrganising principles are organic and dece

4、ntralisednFlexibility and team building important policy goalsnStrong emphasis on quality to customersnRewards differentiated by skill, competence or performance Features of HRM国外著名HR咨询公司HRM培训课件Fombrum, Tichy and Devanna Model 1984SelectionPerformanceAppraisalHRDReward国外著名HR咨询公司HRM培训课件Warwick Model

5、of HRMBusiness Strategy ContextInner ContextHRM ContentHRM ContextOUTER CONTEXT国外著名HR咨询公司HRM培训课件Warwick Model content of the boxesnOuter context socio-economic, technical, politico-legal,competitivenInner context culture, structure, politico-leadership, task-technology, business outputsnBusiness str

6、ategy context objectives, product market, strategy and tacticsnHRM context- role, definition, organisation, HR outputsnHRM content HR flows, work systems, reward systems, employee relations国外著名HR咨询公司HRM培训课件The Harvard ModelStakeholder Issues:Workforce characteristicsBusiness strategy &conditions

7、Management philosophyUnionsTask technologyLaws & societal valuesStakeholder Interests:ShareholdersManagementEmployee GroupsGovernmentCommunityUnionsHRM Policy:ChoiceEmployee influenceReward systemsWork systemsHuman resource flowsHR Outcomes:CommitmentCongruenceCompetenceCost effectivenessLT cons

8、equences:Individual well beingOrganisational effectivenessSocietal well being国外著名HR咨询公司HRM培训课件Guest ModelnDefines four policy goals of HRMnFurther development of the Harvard modelnStrategic integration HRM into strategic plans, in line decisions,within HR policiesnHigh commitment strong identificati

9、on with companynHigh quality including management of peoplenFlexibility functional, adaptable structures, capability to innovate国外著名HR咨询公司HRM培训课件Soft HRMnStresses human aspectnEmphasis on HRDnParticipationnMotivationnCommitmentnLeadershipnHUMAN resource management国外著名HR咨询公司HRM培训课件Hard HRMnPeople as

10、a resourcenUsed dispassionatelynUsed in calculating rational mannernHead countnHuman RESOURCE Management国外著名HR咨询公司HRM培训课件Competence-Based HRMDefinitions:nThe skills, knowledge and experience that an individual brings to their role IDS 1997nBasic personal characteristics that are determining factors

11、for acting successfully in a job or situation McClelland 1993nUnderlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982国外著名HR咨询公司HRM培训课件Uk v. US definitionsnUS - input oriented what the individual brings to the jobnUK - output oriented the skills

12、, attitudes and knowledge , expressed in behaviours for effective job performancenOne or both?国外著名HR咨询公司HRM培训课件Levels of InfluencenStrategicnFunctionalnSystemsnIndividual国外著名HR咨询公司HRM培训课件Implications at Strategic LevelnThe identification of core competencies of the organisation which confer sustaine

13、d competitive advantagenOwned by more than one person and grow through use and experience therefore difficult to imitate国外著名HR咨询公司HRM培训课件Implications for the Human Resource FunctionnDevelop managerial competencenStrategic selection and staffingnDevelop internal labour marketnDesign jobs round capabi

14、litynDevelop individual competencenDevelop culture to foster innovationnBuild learning organisationnDevelop organisational learning mechanisms国外著名HR咨询公司HRM培训课件Implications for Human Resource SystemsnVertical integration link individual competence to the core competence of the organisationnHorizontal

15、 integration provide a framework for the integration of HR systems componentsnVital player in the development of core competenciesnCan be used to develop individual HR systems国外著名HR咨询公司HRM培训课件Recruitment and SelectionnBased on past behaviour as the most valid predictor of future behaviournBuilding t

16、he competence framework requires multiple information sourcesnCompetence specification should cover both technical and personal/interpersonal competencies国外著名HR咨询公司HRM培训课件nDevelop interview questions that elicit examples of past behavioursnIn assessment centres create tasks that require demonstrated

17、 competenciesnUse competencies to select test instrumentsnUse competencies to evaluate candidate performanceRecruitment and Selection国外著名HR咨询公司HRM培训课件AppraisalnSet outcome and performance targets for each competencenOutcome levels and performance targets can be graded if desired.e.g standard perform

18、ance; above standard; excellent etcnBelow standard performance can be used to generate development needs国外著名HR咨询公司HRM培训课件nCan provide forum for the identification of new/changing competence requirementsnCan provide forum for setting acquisition of competence time scalesnProvides a clear and agreed f

19、ramework for performance evaluation and discussionAppraisal国外著名HR咨询公司HRM培训课件DevelopmentnProvides a framework for individual training needsnNo transfer problems as competence can only be demonstrated by on the job behavioursnDevelopment contributes directly to current performancenEncourages a broad b

20、ased approach to development activities 国外著名HR咨询公司HRM培训课件nEnsures line manager commitment to developmentnOffers common language to all participants in the development processnOffers transparent process to all stakeholdersnFacilitates validation and evaluation of the development processDevelopment国外著

21、名HR咨询公司HRM培训课件RewardnPromotes flexibilitynPromotes a development focused culturenProvides opportunities for advancement via skillsnProvides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority国外著名HR咨询公司HRM培训课件nCan assist in addressing the technical/mana

22、gerial dividenOffers a route for the reward of knowledge workersnCarries high face validity and felt fair perceptionnVia core organisational competencies can link reward directly to organisational strategyReward国外著名HR咨询公司HRM培训课件IntegrationnVertical - integration with corporate strategynHorizontal -

23、the internal integration of the components of an HR strategynIntra-gration the integration of the parts of a component of HR strategy e.g reward strategy base pay, variable pay and benefits all support each other国外著名HR咨询公司HRM培训课件Current HRM Issues & DebatesnResponding to increased competitionnMa

24、naging international operationsnRiding the waves of changenManaging the changing relationship with the workforcenChanging legislative and regulatory frameworksnBest practice versus best fit国外著名HR咨询公司HRM培训课件HRM and Corporate Strategy国外著名HR咨询公司HRM培训课件StrategynDiversity of viewpointsnTwo dimensions of

25、agreementnDegree of planning: deliberate emergentnOutcomes: profit maximisation range of outcomes (plural)nFour key approaches (Whittington)国外著名HR咨询公司HRM培训课件Approaches to Strategy OutcomesProfit maximising PluralDeliberateEmergentClassicalEvolutionary SystemicProcessualProcesses国外著名HR咨询公司HRM培训课件Clas

26、sical: Rational Economic MannApplication of rational analysisnSeparation of planning from implementationnCommitment to profit maximisationnEmphasis on the long-termnExplicit goals cascaded down the organisation国外著名HR咨询公司HRM培训课件Classical and HRMnHRM matching and downstreamnTool of implementationnHR p

27、olicies and strategies geared to achieving profit maximisationnCritique product of its time; looks nave in todays turbulent and global environment; still pursued in some sectors with long time horizons. 国外著名HR咨询公司HRM培训课件Evolutionary: Natural SelectionnEmphasis on environmental fitnProfit maximisatio

28、n achieved by market competitionnFit determined by chance rather than strategynSurvival by short term strategies aimed at current fitnStrategy and illusion in unpredictable environment国外著名HR咨询公司HRM培训课件Evolutionary law of the junglenHR key role in environmental scanningnPolicies and strategies aimed

29、at flexibility and adaptabilitynMatching modelnCritique markets more regulated than jungle; by government, law, international agreementsnConcept of flexibility important国外著名HR咨询公司HRM培训课件Processual life is messynConcept of bounded rationalitynSubjective interpretation of data therefore strategy flawe

30、d and incompletenWe take the first best option sufficingnOrganisations as coalitions consensus by negotiationnMinimum adaptation for survival rather than proactive change spare capacity as buffernStrategy a comforting ritual国外著名HR咨询公司HRM培训课件Processual and HRMnHR policies evolving and reactivenSoft H

31、RMnOD, best practice and development of internal competencies importantnCritique lacks vision; may not be able to respond quickly enough to threats国外著名HR咨询公司HRM培训课件Systemic: socially groundednMan makes decisions based on social factors not economic;Social networks define normsnInternal context of fi

32、rm influenced by social groups, interests, resources and micro-politicsnDifferent forms of organisation successful indifferent culturesnSystemic perspective includes national culture, family, gender, social groups nStrategy must be sensitive to these国外著名HR咨询公司HRM培训课件Systemic and HRnHR policies and p

33、rocesses will have to reflect local culturenManagement style and strategies for motivation and commitment reflect local and national culturenCritique focuses on difference at the expense of similarity and cross-cultural influences国外著名HR咨询公司HRM培训课件Resource-Based Theory of the FirmnPlaces HR at heart

34、of strategynCompetitive advantage stems from strategic core competencies built up over timenRecognises importance of leadership in building top team; fostering creativity and innovation; facilitate the learning process国外著名HR咨询公司HRM培训课件nEmphasises renewal aspect and dynamic capabilities of the organi

35、sationnCapacity of a firm to renew, adapt and augment its core competencies over timenSuccessful organisations combine multiple modes of strategy making with high levels of competence and astute leadership with employee involvement in strategy makingResource-Based Theory of the Firm国外著名HR咨询公司HRM培训课件

36、Resource-Based Theory & HRMnBasis for human resource as competitive edgenHRM valued for generating strategic capability as well as supporting strategynHuman capital advantage gained through resourcing and retentionnHuman process advantage gained by continuous learning, co-operation and innovatio

37、n facilitated by bundles of HR strategies国外著名HR咨询公司HRM培训课件Defining Strategic Core CompetenciesnINTEGRATED bundle of individual skillsn5-15 core competencies the normnA messy accumulation of learning including tacit and explicit knowledge an activitynCore competence: delivers a fundamental customer b

38、enefit国外著名HR咨询公司HRM培训课件n- is not easily imitated by competitors- provides a gateway to new marketsnContributes to strategy as:- as a source of competitive advantage- via a longer lifespan that a single product- exercised across the range of organisational activitiesDefining Strategic Core Competenci

39、es国外著名HR咨询公司HRM培训课件Role of HR in Managing Core CompetenciesnIdentifying core competencies linking them to individualsnBuilding core competencies learning and cross discipline communication国外著名HR咨询公司HRM培训课件Role of HR in Managing Core CompetenciesnUtilising core competencies developing management capa

40、bility and forms of working that maximise deploymentnProtecting core competencies retention strategies, protection during major change, identifying owners of core competence国外著名HR咨询公司HRM培训课件COMPARATIVE HUMAN RESOURCE MANAGEMENT国外著名HR咨询公司HRM培训课件Definitionsnhow things are done around here(Drennan, 199

41、2)nOrganisational culture refers to the pattern of beliefs, values and learned ways of coping with experience that have developed during the course of an organisations history, and which tend to be manifested in its material arrangements and in the behaviour of its members.(Brown, 1995)国外著名HR咨询公司HRM

42、培训课件Organisational Culture - DefinitionsnThe pattern of beliefs and assumptions shared by the organisations members, these beliefs produce norms that shape the behaviour of individuals and groupsnA set of habitual ways of thinking, feeling and reacting that are characteristic of the ways in which a

43、specific organisation meets its problems at a particular point in time国外著名HR咨询公司HRM培训课件Levels of CulturenCulture can be conceived as:- societal or national culture- corporate culture- homogenous or heterogeneous subculturesnTurner (1971) defined industrial sub-culture by:- distinctive set of shared

44、meanings- use of symbols and rituals- socialisations and norms- attempts to manipulate culture国外著名HR咨询公司HRM培训课件Aspects of culturenArtifactsnLanguage jokes, jargon, storiesnBehaviour patterns rituals, ceremonies,celebrationsnNorms of behaviournHistory nEthical codesnBasic assumptionsnBeliefs, values

45、and attitudesnSymbols国外著名HR咨询公司HRM培训课件Models of cultureArtifactsBeliefs, values, attitudesBasic assumptionsMost superficial manifestations of cultureDeepest level of cultureSchein, 1985国外著名HR咨询公司HRM培训课件Organisational CultureArtifacts & creations:Technology; artVisible behavioursaudible behaviour

46、sValuesBasic assumptions:Human natureHuman activityRelationshipsPerceived realityEnvironment Visible but notoften decipherableWhat “ought to be; norm-basedTaken for grantedInvisiblePre-conscious国外著名HR咨询公司HRM培训课件Common Organisation StoriesnCan employees break the rules?nIs the big boss human?nCan the

47、 little person rise to the top?nWill I get fired?nHow will the boss react to mistakes?nWill the organisation help me when I have to move?nHow will the organisation deal with obstacles?国外著名HR咨询公司HRM培训课件CULTURE:Socialisation: learningpre-arrival: “preconception”metamorphosis: “absorb”securitycommitmen

48、tproductivityencounter: “provisional”(H&B 2002)国外著名HR咨询公司HRM培训课件Organisational Culture and the Life Cycle of the Firm nPhase 1 - Birth and Early GrowthnPurpose foster cohesion during growthnNeed for change economic or successionnStrategies natural evolution -self-guided evolution -Managed evolut

49、ion -managed evolution viaoutsiders国外著名HR咨询公司HRM培训课件Organisational Culture and the Life Cycle of the FirmnPhase 2 Organisational mid-lifenPurpose culture deeply embedded, may develop sub-cultures nStrategies planned change and OD - technological seduction - scandal, explosion of myths - incrementali

50、sm 国外著名HR咨询公司HRM培训课件Organisational Culture and the Life Cycle of the FirmnPhase 3 organisational maturitynPurpose source of pride, resistantnStrategies coercive persuasion - turnaround - recognition, destruction, re-birth国外著名HR咨询公司HRM培训课件Culture in organisations: Handy/Harrison:POWER: ZEUSPERSON: DI

51、ONYSUSTASK: ATHENAROLE: APOLLO国外著名HR咨询公司HRM培训课件Communication Hall Model Arab UKChina GermanyHigh contextLow contextSocial trust firstBusiness firstValue personal Value expertise relationships & goodwill & performanceAgreement by trust Legal contractNegotiation slow, ritual Negotiation effici

52、ent 国外著名HR咨询公司HRM培训课件Hofstedes ModelnIndividualismnHigh power distancenMasculinitynHigh uncertainty avoidancenShort termismnCollectivismnLow power distancenFemininitynLow uncertainty avoidancenLong termism国外著名HR咨询公司HRM培训课件HRM and Culture Change国外著名HR咨询公司HRM培训课件Layers of CulturenArtefacts physical ob

53、jects, behaviour and processesnEspoused values those appearing publicly in mission statement, policies nUnderlying assumptions rarely articulated; may conflict with espoused values and each other国外著名HR咨询公司HRM培训课件Culture ChangenWhy change? Environment changes:nBusiness mergers, technology, market nGo

54、vernment laws, H &S, diversity,nDemographic changes in the human resources available国外著名HR咨询公司HRM培训课件The Nature of ChangenExternally imposednTransformationalnGlobalnHostilenLarge scalenLong termnStrategicnInternally imposednIncrementalnLocalnPositivenSmall scalenUrgentnOperational国外著名HR咨询公司HRM培训

55、课件Introducing Culture ChangenCan be very difficultnCan be a long term processnIssues to be considered in choosingstrategy:- scale incremental or radical- Locus organisation, unit, department- nature cognitive and behavioural- timescale国外著名HR咨询公司HRM培训课件Principles of Culture ChangenValues and assumpti

56、ons define accepted and appropriate behavioursnIn successful organisations culture is aligned with strategynCulture change may be difficult if the culture is incompatible with strategynCheck strategy before embarking on culture changenCan the changes required be achieved by other means国外著名HR咨询公司HRM培

57、训课件nSenior management must understand the implications and be committednCulture change must pay attention to the opinion leadersnShould take into account the work systems, management style and HR policiesnNew messages reinforced and old ones eliminatednThe deeper the level of culture change the more

58、 difficult it will bePrinciples of Culture Change国外著名HR咨询公司HRM培训课件nMultiple and sub cultures will make culture change more difficultnBehavioural norms are the easiest to change, deeper layers require a participative approachnTop down approaches are difficult to sustain over timenParticipative approa

59、ches are more successful but difficult to implement and time consumingPrinciples of Culture Change国外著名HR咨询公司HRM培训课件Approaches to Culture Change(Bate)STEP 1 ANALYSING THE CULTUREAnalysis of the existing culture and setting specific objectives for measuring success in achieving the desired culture. Le

60、ading to: PROGRAMME DESIGNSTEP 2 EXPERIENCING THE DESIRED CULTUREInvolvement of all work teams through peak experience workshops: INDIVIDUAL DEVELOPMTLEADERSHIP DEVELOPMENTACTION-STUDY TASKFORCEWORK TEAM CULTURES国外著名HR咨询公司HRM培训课件STEP 3 MODIFYING THE EXISTING CULTUREModifying critical cultural influences such as :Leadership modelling Work